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We’ve discussed most before individually, but let me throw ’em together: It may well take 24 months to get to true product-market fit and Initial Traction. You really need a great CTO, not just a good business team. A mediocre tech team, a part-timeCTO, or even just a decent CTO just doesn’t get you there.
In SaaS, once you have even a few million in ARR, the #1 challenge is recruiting top-tier VPs and building a truly top-tier management team: SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. She can be your CTO forever.
The Best Speakers In The World With hundreds of sessions from proven SaaS leaders who have scaled companies to significant revenue milestones, SaaStr Annual offers practical, actionable insights you won’t find elsewhere. Meet and Find Your Next VP / CXO!
Miguel Carranza, CTO at RevenueCat, shares ten learnings from firsthand experience in architecting an API & SDK that is currently on 5,000+ apps and has seen 3x growth Year-over-Year. . But the reality is that when you’re trying to findproduct-market fit, that probably shouldn’t be your concern.”
You’ll need to hire aggressively to get to the next level and continue that rapid growth. But what roles should you hire for, and what will your org chart look like at each stage? You can find the full slide deck from David’s presentation on Slideshare. Head of Product. CTO (40 Employees). Team Size: 12.
GTM Mistake #1: A VP of Sales That Can’t Sell or Demo the Product Mistake number one has always been an issue, and it’s the number one reason startups struggle in today’s world. They hire a VP of Sales who doesn’t want to sell or learn the product. You also don’t want to hire a VP of Sales who won’t carry a bag.
For part one of this Ask Me Anything session, Jason covers everything you need to know about hiring your first VP of Sales, what he really thinks about AI, what the future of lead generation in 2024 looks like, and much more. Q: Should ProductMarketing Work for Product or Marketing? It’s up to you.
If you’re running a smaller digital business, you may find it challenging to hire great talent. Larger technology companies can pay more, offer more benefits, and provide a more marketable brand on a candidate’s resume. Podcast Full Interview: Audio Listen online or find it on more podcast services.
Which role should you hire for first? For starters, your first hire should be someone who can complement your skills, someone who is strong in areas where you’re weak, but it goes much deeper than that. Obviously, I can’t imagine a chief executive not having loss of sleep over building a management team. Mallun : Sure.
Marketing, design, and product teams work to optimize one end of the funnel at the cost of the other. If you have productmarket fit, don’t wait to implement outbound. Regardless, be furious about outbound and bring an entrepreneurial mindset to your marketing. The next hiring focus should be growth marketing.
You have to see: A couple of good hires brought in Improvement on some metrics A big deal or two hanging out there, brought in and closed Things taken off your plate. More time may make them better if they’re already progressing, even if it’s just 10-15% in the first sales cycle. Hiring someone too junior. That often compounds.
You can watch the full session , and if you missed the podcast with the first half of the interview, you’ll find that here. If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin. We might’ve touched on this one too on the hiring and the people.
Last night, SaaS Office Hours hosted Optimizely co-founder and CTO Pete Koomen. Pete was a Google Associate Product Manager for AdSense and launched Google App Engine. First, hire a management coach to work with you as the company grows. These were some of the things I learned from Pete. And you should do it right then.
A thanks to [Marsh 00:00:34] for stepping in at the beginning of the month, and a great session with our own Jason Warner and Adrian, the CTO of Zendesk. Lionetti, the CMO at Confluent, and most recently, the CTO from Zendesk, Adrian. Anything that you can find that cascades through the organization is critical.
Here are five quick takeaways: Balancing human-computer interaction has been the difference between technologies that break out and are very successful and technologies that are considered to be ahead of their time or just not the right product-market fit. That was actually a pretty tall order at the time.
In this article, we’ve outlined the major roles that move the needle in terms of product growth alongside their KPIs and current salary ranges. Before hiring, assess your current needs and hire as your company grows. Before the hiring process, take some time to decide on your current needs and hire as your company grows.
To build the initial team, to build the product, to build the initial go to market, to build the first customers and to build the ARR, the starting. Pietro : This journey used to end at the legendary, mythical product/market fit. It’s known that you can probably sell those first couple of contracts.
Mallun Yen : So, you were an engineer by training and then you became an engineering leader, as the CTO of Webex, and then you became a CEO. You’ve got to learn about sales, about marketing and, otherwise, you need to hire a lot of other people around you to help. Mallun Yen : So, when did you hire employee 34?
Hired CEOs: It’s the Board’s Company vs. It’s My Company to Run. You become a hired CEO primarily through one path — climbing the corporate ladder at a large tech company [5a], reaching the GM or CXO level, and then deciding to branch out. Dave started his career in technical and productmarketing positions at Ingres and Versant.
So you were the first sales hire. Talk to me about the sales hires that you made back in the early days and talk to me about how it changed through the different stages. So my first sales hire was beginning of 2015. The very first few sales hire are I would say not your typical reps. Laura Bilazarian : Awesome.
To combat this and be more agile, SaaS management is morphing and restructuring functional management and multiplying the number of new C-Suite titles like Chief Customer Officer, Chief Revenue Officer, and ChiefProductOfficer, not to mention Chief Performance Officer and Chief Security Officer.
Joel had what he calls “an honest conversation” with Buffer’s CTO Dan. One interesting thing that Joel shared with us, was that he realized implementing these software tools would require a large investment, but he consciously made that decision: I would gladly spend $100,000 on a tool if that would allow me to avoid hiring.
Time and time again SaaS companies are promising customers that they will save hundreds of thousands of dollars, but their pricing strategies are only capturing a tiny fraction of that savings. Find out here. At the enterprise level, discounting SaaS contracts is expected, not optional. nlanma Tarihi of Forseti.
To improve the efficiency of spend on cost of goods sold (COGS), most growth-stage leaders can optimize seat-based spend or renegotiate consumption-based contracts in a quarter or 2. And finding inefficiencies in overhead (e.g., Ultimately, applying a framework and rigor to ROI is as critical for R&D as other areas of spend.
Superhuman achieved productmarket fit and positioning by creating an engine Superhuman ran a brilliant detailed step by step process that helped achieve real productmarket fit and provide their precise positioning in the crowded email client market. Two key things greatly helped find their positioning.
Seema: Would love to talk about finding those initial customers who you tested with. So we didn’t have productmarket fit for that. How did you think about, who do I want to target for that product given where we are now. I knew that we had something here when we were in the Postmates office in San Francisco.
We needed to stay relevant along the customer’s journey and we needed to find our own cloud provider that was going to allow for us to scale quickly, to have the security that we knew customers were demanding when they were searching for cloud platforms. And what challenge that presented to us was how do we do that quickly.
After missing the mark on product/market fit for their first startup, the founders decided to find a new business idea and validate it with potential customers. The problem was, it was very hard to find people to talk to about your prototype and conduct your research. As people or members of the same team, we’re biased.
In HubSpot’s case, we eventually hired a world-class data science team, but our scoring only improved by a few points,” notes Redbord. You’ll need someone familiar with your data—perhaps a CTO or someone responsible for business operations. Especially in the early days, keeping your scoring system simple and lean will help you: 1.
Plus, the ProductMarketing Alliance drops the ProductMarketing Salary Survey. What about the ROI of spending time with your family, friends, or kids? How many CSMs should you hire? Productmarketers: move west. The ProductMarketing Alliance dropped the ProductMarketing Salary Survey.
Because the contracts are typically much higher in these sales agreements, B2B subscriptions often require a much longer sales process before your customer will consider making a purchase. When you’re just starting out, this information can be difficult to find. Contract length. B2C contract length. B2B contract length.
Joel had what he calls “an honest conversation” with Buffer’s CTO Dan. One interesting thing that Joel shared with us, was that he realized implementing these software tools would require a large investment, but he consciously made that decision: I would gladly spend $100,000 on a tool if that would allow me to avoid hiring.
Or if you have products that require some configuration–think about Salesforce, Segment, things like that–someone needs to set it up. Obviously if you target enterprise customers, you usually have a very large ACV (Annual Contract Value) and the product usually is complex. If you're really starting from scratch, do the product.
After missing the mark on product/market fit for their first startup, the founders decided to find a new business idea and validate it with potential customers. The problem was, it was very hard to find people to talk to about your prototype and conduct your research. As people or members of the same team, we’re biased.
To handle this evolving requirement, it is important to build a competent profile to initiate progress in product development. This is where companies need another C-level executive to facilitate business growth via products. What makes a chiefproductofficer (CPO) different from a CTO or a VP in the product department.
Chris Orlob is the senior director of productmarketing at Gong.io, an AI (Artificial Intelligence) platform to provide sales analytics. He is a SaaS sales & marketing enthusiast who shares his insights on the same on social media. One of the top SaaS influencers is Dharmesh Shah , co-founder, and CTO of HubSpot.
If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin Harry Stebbings SaaStr. We find that on the one hand we want our product to be so simple and easy to use and deliver a really quick time to value. The hardest element of being CRO @ New Relic?
297: Bob Moore is the Founder & CEO @ Crossbeam, the startup that helps companies find overlapping prospects and customers while keeping the rest of their data private and secure. In terms of replacement, what does Bob believe will be the emerging trends in SaaS Go To Market that will replace it? * Harry Stebbings.
How does Paul approach such large product decisions today? What does really effective productmarketing mean to Paul? If you would like to find out more about the show and the guests presented, you can follow us on Twitter here: Jason Lemkin. Is it product decisions? Is there hiring decisions? Paul Rosania.
At SaaStr Annual we had a great session with HubSpot Founder & CTO, Dharmesh Shah, and their Chief People Officer, Katie Burke, on building happier employees. So, I’m ChiefTechnologyOfficer, and years ago I was volunteered by my co-founder to work on culture.
Co-founders Dharmesh Shah (CTO) and Brian Halligan (Chairperson) shared at SaaStr Annual the unfiltered truth on building an SMB powerhouse, pivoting to product-led growth, and why the “M” segment is SaaS gold. The company had to retrench and restart their global efforts multiple times.
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